Market Orientation, Entrepreneurship Orientation, and Company Performance: Study on Small and Medium Industries (SMES) Furniture in Demak District

Wibisono, Totok; Universari, Nuria; Budiati, Yuli

doi:10.26623/ebsj.v4i1.2240

Cited by 4 publications

(7 citation statements)

References 16 publications

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“…This means that LPDs in Bali can increase entrepreneurial orientation which is explained from the innovative, proactive and risk-taking dimensions in improving their performance, which includes loan volume growth, profit growth, asset growth and customer growth. The findings of this study reinforce the findings of previous studies (Alvarez-Torres et al, 2019;Ningsih et al, 2015;Stanley et al, 2019;Wibisono et al, 2020).…”

Section: Resultssupporting

confidence: 93%

“…This finding shows that LPDs that only operate in the local Pekraman Village can improve customer orientation, competitor orientation and interfunctional coordination in improving their performance which is reflected in the growth of credit volume, profit growth, asset growth and customer growth. The findings of this study strengthen the research findings which found that market orientation can significantly improve company performance (Nur & Salim, 2014;Solikahan & Mohammad, 2019;Sutika & Sujana, 2013;Wibisono et al, 2020).…”

Section: Resultssupporting

confidence: 86%

“…Other empirical evidence showing that there is a positive influence between entrepreneurial orientation and business performance has also been investigated by (Covin & Slevin, 1991) and (Wiklund, 1999), the higher the entrepreneurial orientation, the higher the organizational performance tends to be (Alvarez-Torres et al , 2019;Ningsih et al, 2015;Stanley et al, 2019;Wibisono et al, 2020). Thus, the first hypothesis is formulated as follows.…”

Section: Introductionmentioning

confidence: 98%

“…The businesses are active in understanding customer needs" (Theodosiou et al, 2012), "Market orientation has three main components, namely customer orientation, competitor orientation, and inter-functional coordination (Idar et al, 2012) and (Taleghani et al, 2013). Market orientation "can significantly improve company performance (Nur & Salim, 2014;Sutika & Sujana, 2013;Solikahan & Mohammad, 2019;Wibisono et al, 2020) Based on this, the following hypotheses can be formulated. H2: Market orientation has a positive effect on performance.…”

Section: Introductionmentioning

confidence: 99%

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Non-Financial Variables Determining Performance Village Credit Institutions

Wiagustini

Wistawan

2021

JMBK

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The Village Credit Institution (LPD) as a rural microfinance institution, its operational activities are limited within the village area, experienced a fairly rapid development from eight units in 1984, reaching 1443 units in 2019, but there were 177 units (12.35 percent) not operating. The measurement of the performance of LPD is determined from the indicators of the level of health which are more assessed from financial ratios. In this study, non-financial variables were examined as variables that affect financial performance. This study aims to analyze the non-financial variables that determine the performance of LPD, which in this study are market orientation, entrepreneurial orientation, financial literacy, financial inclusion. The research population is LPD operating in Bali Province in 2019 as many as 1256 units. determined using the Slovin formula with an allowance of 10 percent, which is 93 units, Sampling with stratified proportional random sampling based on the health level of LPD, The method of analysis is Partial Least Square (PLS), it was found that the increase in entrepreneurial orientation, market orientation, financial literacy and the financial inclusion of the Village Credit Institution management has an impact on improving its performance. The implications for the management of the Village Credit Institution in improving its performance can increase entrepreneurial orientation, market orientation. financial literacy, management inclusion.

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Section: Resultssupporting

confidence: 93%

Section: Resultssupporting

confidence: 86%

Section: Introductionmentioning

confidence: 98%

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Non-Financial Variables Determining Performance Village Credit Institutions

Wiagustini

Wistawan

2021

JMBK

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“…Research on the relationship between market orientation and business performance meets a crossroads. Previous research found a positive relationship between market orientation and improving business performance for MSMEs in Demak [37]. Therefore, previous research on 150 telecommunications vendor companies in Indonesia showed that marketing orientation does not have a positive impact on business performance [26].…”

Section: Market Orientation and Smes' Performancementioning

confidence: 89%

How to Survive During Pandemic Situation? the Interface between Entrepreneurial Orientation, Market Orientation, and Smes’ Performance during Covid-19

Vedy

Sholikhah

Gumanti

2022

JPOME

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Small businesses are very vulnerable to survive in uncertain situations. This study focuses on the Covid-19 pandemic crisis where many small businesses had to shut down in line with the economic downturn. The previous study acknowledges entrepreneurial orientation as a suitable strategy for small businesses in an uncertain environment. This study explains the effect of entrepreneurial Orientation (EO) on SMEs performance directly and indirectly through Market Orientation (MO) and the role of Market Orientation on SMEs' performance during pandemic situations. The respondents of this study are 154 Small Business in Indonesia. The questionnaire of this study consists of 32 indicators from an independent variable (entrepreneurial orientation) and two dependent variables (market orientation and SMEs' performance). This study uses quantitative methods and Structural Equation Modeling (SEM) with Partial Least Square (PLS) approach. The results highlight that Entrepreneurial Orientation has a positive direct impact on SMEs performance. Meanwhile, the mediating role of Market Orientation does not affect the relationship between EO-SMEs performance. In addition, Market Orientation has no effect on SMEs' performance during pandemic Covid-19.

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The Competitive Advantage of Furniture SMEs in East Java: The Role of Aggressiveness in Entrepreneurship Orientation

Paulus

Hermanto

2022

Economies

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This paper analyzes the dimensions of entrepreneurial orientation in Furniture SMEs in East Java, Indonesia, towards competitive advantage. This study uses a quantitative approach with the survey method. This study uses primary data that is self-reported using a self-administered survey by distributing questionnaires directly to 84 owners of small and medium enterprises (SMEs) Furniture in Western East Java, Indonesia. A measurement used the structural equation model (SmartPLS 3.0) to analyze data. Five hypotheses were proposed, and only four had positive significant and positive effects on competitive advantage, that is, the influence of entrepreneurial orientation consisting of proactiveness, innovativeness, aggressiveness, and autonomy. In contrast, the hypothesis related to risk-taking towards the competitive advantage of SMEs Furniture has no positive and significant effect. The findings of this study show that the dominant influence of the entrepreneurial orientation dimension is aggressiveness. The theoretical implication of this research is that furniture business players need to continuously improve their aggressiveness in entrepreneurship according to the theoretical findings in this study, such as introducing innovative products made from local materials and following market trends. This research adds to the theory of aggressiveness in entrepreneurship to encourage innovations that will make industries that use local natural resources more competitively and help government policies. Aggressiveness is required by the furniture business to improve competitiveness for a labor-intensive industry with reliable local content to spur economic growth in Indonesia.

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Market Orientation, Entrepreneurship Orientation, and Company Performance: Study on Small and Medium Industries (SMES) Furniture in Demak District

Cited by 4 publications

References 16 publications

Non-Financial Variables Determining Performance Village Credit Institutions

Non-Financial Variables Determining Performance Village Credit Institutions

How to Survive During Pandemic Situation? the Interface between Entrepreneurial Orientation, Market Orientation, and Smes’ Performance during Covid-19

The Competitive Advantage of Furniture SMEs in East Java: The Role of Aggressiveness in Entrepreneurship Orientation

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